I'm not sure I suggested that the trackers believe there is a linear correlation. Rather that to the extent they believe there is a correlation they should ince

I'm not sure I suggested that the trackers believe there is a linear correlation. Rather that to the extent they believe there is a correlation they should incentivize it by tying it to compensation. Naturally, many metrics can be gamed, but to the extent that can be gamed is also a good indication of the actual value of the metric. For example, a sales person's compensation is typically tied to a metric: the revenue they brought in in a particular quarter. I'd suggest that metric is pretty important and hard to game. Similarly, a CEO's compensation is often tied to EPS, again pretty valuable and hard to game. A factory worker's compensation could be tied to the number of widgets that they create. Tying a software developer's compensation to mouse clicks and keyboard entry for example, is a very gameable and thus low value metric.